You may have decided by now that you don’t need to hire new hosts or waitstaff as you prepare your restaurant for post-pandemic service – but what about staff whose expertise is in technology? A recent report from Hospitality Tech references the southeastern U.S. restaurant brand Sonny’s BBQ, which relies on the skills of two full-time, highly skilled data analysts. These analysts synthesize industry data, sales and profits, marketing statistics and other data to develop and fine-tune strategies for data analytics, customer relationship management and personalized guest experiences. Strengthening your business and brand in these difficult times is about harnessing information – about elements ranging from your market and customers to each item and promotion on your menu. That may require you to rethink how you manage your business and what expertise you need most. Doing so can help prepare your business for future bumps – and bring some needed predictability to your business in 2021.

​Restaurant businesses have required some radical reinvention in 2020. Everything ranging from menus to service models to hours has required some assessment and adjustment – often with little advance notice. The same may be true of your staffing plan. As we approach the winter months – and the added challenge of flu season – labor is yet another wild card restaurant operators must be able to manage. Now and in the longer term, it will help you to find way to accomplish more (e.g. orders and prep tasks) with less (e.g. workers and kitchen space). If you had to operate with a skeleton crew today, what would it look like? How many staff would you need to accept and prepare delivery orders? What technology or systems could be made more efficient? Has COVID-19 made any new staffing positions necessary or existing positions obsolete? To what extent have you cross-trained staff to help with kitchen, customer service, delivery or even back-office tasks in specific cases? Could you automate any tasks that people currently oversee? Before you need it, fine-tune your crisis management strategy with an updated staffing plan – and test it to determine where it works well and where it needs further adjustment. While this year has been full of challenges, it has also rewarded operators who have been able to pivot to new ways of working. The steps you take now can help you minimize the hurdles you may face in the months ahead.

Even restaurant operators with the best of intentions struggle when it comes to building and maintaining a healthy, supportive employee culture. Will COVID-19 change that? While it may seem like an impossible time for restaurants to invest in better pay and benefits for staff, some believe the current climate will create a bigger opportunity for operators who already have the building blocks of a strong team culture in place – and create yet another obstacle for those who don’t. For instance, restaurants with a strong existing employee culture have not had difficulty rehiring staff – even at a time when many workers are not seeing the benefit of coming off of unemployment. In a Forbes report, owner of the Cincinnati restaurant MashedRoots said, “I think it has become apparent that the way the industry is structured does not create healthy, stable work environments that are able to absorb disruptions and quickly adapt to changes.” As a result, he is changing the way he runs his business and develops staff. Has the pandemic brought to light any aspects of your restaurant culture that, with some adjustments, could fortify your business to survive challenges in the long term?

​The need for many U.S. states to revert to tightening safety procedures due to rising COVID-19 infection rates has added yet another challenge to the list of obstacles restaurant operators are managing right now: How to manage fluctuating labor needs. At a time when many operators were rehiring – both to meet consumer demand and the requirements of the Paycheck Protection Program – the closure of dining rooms and renewed consumer wariness about the safety of eating out have made it necessary for operators to pull back on hiring once again. It raises the question of how restaurant operators and the industry overall can hang on to their top talent. Your practices around employee engagement and development can help you differentiate yourself. Focus on relationships. The co-owners of the a Baltimore based restaurant group told Restaurant Dive that during the temporary closure of 14 of its 15 restaurants, they called their hourly workers every week to check in, raised money (and matched it) for gift cards for those employees, and held weekly grocery giveaways for workers. Another operator assisted with employee transport via Lyft and also increased wages to demonstrate a willingness to invest in employees in not only good times but also in difficult times too. Of course, providing financial rewards isn’t possible for everyone right now, so finding ways to make the work meaningful continues to be important. In a recent Eater report, a Miami restaurant manager said she is trying to take her current service model – which is basically that of a food fulfillment center that bags food and sends it out the door – and make it a meaningful one for employees who are used to making the in-restaurant experience memorable for guests. How can you make your current restaurant experience a meaningful one for your team?

Amid the rise of restaurant technology, many restaurant industry leaders have held that while robots and other technology would progressively be used to handle repetitive tasks once completed by employees, the employment landscape would also change, not just eliminating jobs but creating new roles that require human skills and allow people to build longer-term careers in the industry. This could be the year when that shift becomes more visible. In a QSR Magazine article predicting 2020 trends, GJ Hart, the CEO of Torchy’s Tacos, predicts this year will bring increased efforts by operators to attract and retain talent, such as providing educational benefits and other programs that help employees climb the corporate ladder. Torchy’s, for one, has a managing partners program that allows restaurant managers to operate their own locations. Taco Bell is also raising the bar when it comes to employee incentives. A recent Bloomberg article reports that the brand will be testing a higher salary – $100,000 – for restaurant managers in select U.S. restaurants in the midwest and northeast. (Current salaries for general managers at company-owned stores fall between $50,000 and $80,000, the report says.) While other brands may not be able to afford to transition to this kind of model, brands that are making such changes stand to alter the competitive landscape when it comes to hiring – and perhaps shift the kind of worker restaurants are able to attract. This year, what actions can you take – large or small – to make your business attractive as a long-term career prospect for the people you hire?

​Your restaurant is only as good as your staff – and at a time when labor is a key struggle for many if not most operators, attracting and retaining talent is critical. If you need to improve upon your staff recruitment and retention strategy, check out Upserve’s recent report, “Server Success: The Only Guide You’ll Ever Need on Restaurant Staff.” The report indicates that overall, the best employees tend to be reliable, dedicated, amicable, cooperative and communicative, according to Upserve’s experience working with thousands of restaurants throughout the U.S. But to determine which people are the best fit for your restaurant, it helps to drill down and assess what has already worked well for your business. What traits do your best employees share? What kind of lifestyle do your best employees lead? What is your staff’s average level of experience? Your top performers likely have much in common when it comes to their demographics and career path. Play to those traits when recruiting new employees. There are a plethora of questions you can ask a potential employee during an interview, but Upserve says these three questions can help you glean some of the best insights you need about a potential hire: Can you give me an example of how you offered assistance to someone in need? What is your strategy for bringing back loyal guests? When you learn that a customer is a first-time guest, what do you suggest? Questions like these can provide insight into a person’s demeanor and personality, as well as how well they can strategize when it comes to bringing in business. Being approachable and attentive can encourage loyal guests to return, but what’s even better is knowing which dishes to suggest based on customer preferences, being aware of special events and upselling items that are likely to bring satisfaction to guests.

“We’re only as good as the people we employ and they’re only as good as their quality of life.” That’s what Mike Shaw of Boston-based Broadway Hospitality Group told Restaurant Business about the organization’s ongoing focus on employee health and wellness as it scales up. But unlike many other sectors, the restaurant industry poses a challenge when it comes to implementing employee wellness programs. The industry’s long hours, high stress and easy access to unhealthy food and drink can set the stage for poor physical and mental health. However, investing in employee wellness can have a multifaceted impact on your ability to operate your business effectively – and if you’re looking for ways to promote employee wellness, you don’t necessarily have to make a major investment. Consider Noodles & Company, which offers reimbursement toward health- and fitness-related items as hiking boots, yoga classes and gym memberships, in addition to offering paid time off. At Broadway Hospitality Group, managers organize group fitness classes and partner with local gyms and speciality fitness studios for discounts. Restaurant Business reports that in a similar vein, employees at the New York City seafood restaurant Seamore’s gather for Wednesday morning runs, yoga and bootcamp-style classes in the restaurant. (Employee morale and retention have increased as a result: The owner of Seamore’s reports that 85 percent of the restaurant’s original staff remain.)

For many restaurant operators around the country, 2019 has been the year of the rising wage. As the restaurant consultancy Aaron Allen & Associates reports, 21 states announced increases for 2019, and several states that already had high minimum wage rates saw major rises. California and Massachusetts saw increases above 9 percent and Maine experienced a 10 percent climb. Further increases are coming in 2020. Can your menu prices alone accommodate these sorts of increases in your labor spending? It’s not likely. To help your restaurant thrive amid labor challenges, Aaron Allen suggests operators assemble a plan that involves strategies for menu development, marketing, labor optimization, brand relevance and rejuvenation, technology adoption and even robotics. For instance, crafting a well-developed menu can lift check totals, increase party size and help you identify opportunities for limited-time offers, upsells and new profit lines. Conducting an audit of your brand and what sets it apart, as well as of your past, current and future marketing activity, can help you fine tune your strategy and avoid overspending. Similarly, if you audit how tasks are completed in your restaurant and what you’re spending on the labor required to complete each one, you might identify ways to adjust your service model or uncover tasks that can be eliminated or handled by technology. Speaking of tech, what processes can you make more efficient and guest-friendly through the use of technology? Could a tech-based solution help you minimize ongoing labor challenges? You may not need to take action in every area but knowing where you stand in these aspects of your business can help you pinpoint weaknesses that can lead to financial challenges down the line – and help you identify and build upon your greatest strengths.